This article is part of a series published on our LinkedIn account by guest writers. Today's article was written by Susanne Hammer-Jacobsen, Chair IMA Denmark on 29th March 2026
At IMA, we believe leadership is not defined by title but by how we create clarity, build trust, and move ideas forward. In this edition of Leadership in Action, Susanne Hammer-Jacobsen, Chair of IMA Denmark, shares a grounded and practical perspective on leadership shaped through structure, collaboration, and everyday actions.
Her reflections remind us that leadership is not about visibility. It is about impact.
A Perspective on Leadership in a Danish Context
In a Danish context, the term “leadership” can sometimes feel ambiguous, as it is closely associated with hierarchy, formal authority, and position, who reports to whom. However, we see a movement in the terminology towards leadership being about creating direction, meaning, and results through trust, relationships, and involvement.
Creating Structure and Momentum
I am based in Copenhagen and have worked in the insurance industry for more than 20 years. I currently work in two roles:
Part of my role is to help create structure and momentum in complex coordination, ensure progress, and support collaboration across teams. I am also the coordinator of two internal committees.
What I enjoy most is bringing clarity to complexity and helping ideas move forward.
Outside of work, I am the Chair of IMA Denmark.
Leading Without the Title
In the context of workplace committees, I have taken on a leadership role by creating the structures and momentum needed for the committees to function effectively.
I have established systems for agendas and preparation, initiated activities, convened and facilitated meetings, and led strategy workshops to clarify direction and purpose.
I do not hold a formal leadership title, but I exercise leadership through initiative, structure, and influence. By creating clarity and alignment, I help turn ideas into action.
Speaking Up with Clarity and Respect
I regularly speak up when something needs to be addressed, always with the intention of moving things forward.
What helps me is a psychologically safe environment and strong leadership role models in my company. I focus on framing challenges constructively and ensuring that concerns are raised with respect and clarity.
Influencing Through Dialogue and Trust
Influence, for me, is built through dialogue and trust.
I listen carefully, ask clarifying questions, and present perspectives in a way that helps decision-makers see implications and options.
Influence is built over time through credibility and consistency.
Leading and Learning Through IMA
As Chair of IMA Denmark, I focus on creating a safe and engaging board culture where everyone feels encouraged to contribute.
I introduced structure through a shared Modus Operandi document, facilitated strategy workshops, and helped clarify direction and priorities.
Through this role, I am in an ongoing learning process about leading volunteers, managing engagement, and balancing structure with energy and enjoyment. It has to be fun when you are volunteering.
Growing as a Leader
Leadership is an ongoing learning journey.
Right now, I am particularly focused on how to motivate others to step into board roles. I am practicing pushing myself outside my comfort zone and leading with both clarity and curiosity.
Sharing Knowledge Across Borders
I share my experience through regular sparring with my manager, collaboration with colleagues, and knowledge-sharing sessions with other IMA Chairs across countries.
These exchanges provide valuable perspectives, even across different cultures.
Staying Balanced and Focused
I consciously create space for time off and creative activities.
Maintaining balance is essential for me to stay focused, energetic, and clear-minded.
Leadership in a Changing World
Leadership today requires stronger soft skills: judgment, empathy, sense-making, and the ability to create trust in uncertainty and safeguard organizational culture.
As technology evolves, the leader’s role increasingly becomes about enabling people and helping them perform at their best.
This article is penned by Susanne Hammer-Jacobsen, Chair IMA Denmark.
The Guest Writer series features contributions from IMA members worldwide, showcasing the diverse experiences and expertise of management assistants within our network. Each piece offers unique perspectives, practical advice, and personal reflections from professionals in the field. The views expressed in this article are solely those of the author.
